INDEX

 

  • A
  • Access:
    • to decision makers, 41
    • to information, 13, 65
  • Activity logs, 88–89, 136–137, 179–180
  • Advisers:
    • career, 205–206
    • for new recruits, 60, 104–105
  • Alone, being left, 18
  • Assignments:
    • initial, 53
    • test, 45–46
  • Attendance, at meetings, 107
  • Attention spans, 17
  • “Attraction campaigns,” 42
  • Authentic, being, 80–82
  • Authority:
    • and chain-of-command problem, 103–104
    • of managers, 22
    • questioning of, 9
    • soft-pedaling of, 213
    • teaching how to deal with, 108–113
  • Authority figures, 15, 80, 106, 168
  • Available, being, 122–123
  • B
  • Baby Boomers, 8, 146
  • Behavior, self-evaluation of, 155
  • Behavioral job interviews, 46–48
  • Benefits, perceived importance of, 19
  • Big gamble jobs, 39
  • Big-picture priorities, 136
  • Body customization, 13
  • Bonuses, 93, 200
  • Bosses:
    • expectations from, 14
    • multiple boss problem, 14
  • Boundaries, providing, 82–84
  • Brainstorming, to provide context, 100
  • Branding:
    • and prestige factor, 190
    • and recruiting, 34–35
  • C
  • Career advisers, 205–206
  • Career ladder, climbing the, 18
  • “Cash register culture,” 122
  • Chain-of-command problem, 103–104
  • Challenges, desire to take on, 61
  • Change, constant, 10
  • Checklists, 88–89, 143–146
  • Cheerleading, 81
  • Citizenship, workplace, 146–150
  • Cliques, 33, 101
  • “Closing the deal,” with new hires, 51–53
  • Coaching-style managers, 204
  • “Coming full circle,” 180–181
  • Commitment(s):
    • delivering on, 202
    • job, 37–42
    • making, 16
  • Communication:
    • with customers, 123–125
    • at meetings, 107
    • with new hires, 52–53
    • of priorities, 136
    • with referring employees, 32, 33
    • via one-on-one meetings, 170
    • of your value proposition, 35–37
  • Compensation:
    • performance-based, 40
    • short-term rewards vs. traditional, 90–92
    • of top performers, 200
  • Competitiveness, 85
  • Complaints, customer, 126–127
  • Computers, 20
  • Confidence, 11
  • Conflicts, 101–103, 105
  • Connectivity, 65
  • Constant change, 10
  • Context, providing, 22, 97–113
    • and chain of command, 103–104
    • for dealing with authority, 108–113
    • for dealing with interdependencies, 105–106
    • importance of, 99–100
    • and multiple bosses, 102–103
    • for presentations and meetings, 106–108
    • for working together, 101–106
  • Continuous improvement, 175–176
  • Conversations, with employees, 79
  • Counselors, getting referrals from, 34
  • Coworkers, 101–106
    • chain-of-command problem with, 103–104
    • and depending on others, 105–106
    • and multiple boss problem, 102–103
    • older and/or more experienced colleagues, 104–105
  • Creative expression, 41, 83–84
  • Credit, receiving, 41
  • Critical thinking, 150–151
  • Criticism, hit-and-run, 176
  • Cursing, 133, 156
  • Customer mentality, having a, 118–120
  • Customer service, 22, 117–129
    • and having a customer mentality, 118–120
    • responding to failures in, 125–129
    • and spending time with customers, 121–122
    • teaching the basics of, 121–125
    • and treating the company like a customer, 120–121
  • Customization, 13, 169–170
  • D
  • Day one, 59–60
  • Day-to-day priorities, 136
  • Deadlines, 40, 84, 88, 138, 141–142, 173
  • “Decade of the Child,” 11
  • Decision/action trees, 152–154
  • Decision makers:
    • access to, 41
    • building relationships with, 110–113
  • Disney, 124
  • Distractions, avoiding, 136–138
  • Diversity, 12
  • Downsizing, 8
  • Downward spirals, 193–194
  • E
  • Elders, respect for, 19–20
  • E-mails:
    • following one-on-one meetings, 166
    • from team members, 53
  • Employee referrals, 31–33
  • Employees:
    • helping, to improve, 193–194
    • long-term, 20
    • requests from, 181–184
  • “Employer story,” your, 34–35
  • Employment, as transactional relationship, 120
  • Empowerment, 170–175
  • “End running,” 103–104
  • Engaged leadership, 22, 73–93
    • and helping keep track of performance, 85–89
    • and negotiating special rewards, 89–93
    • and providing structure/boundaries, 82–84
    • and showing you care about their success, 76–82
  • Enterprise Rent-a-Car, 190
  • Enthusiasm, 58
  • Etiquette training, 149
  • Expectations:
  • Exposure to new experiences, 151
  • F
  • Failures:
    • customer service, 125–129
    • and improvement, 194
    • talking about, 175
  • “Fake” power, 172
  • Fast-track programs, 109–110, 187, 206
  • Feedback:
    • and “coming full circle,” 180–181
    • from customers, 125, 179
    • in one-on-one meetings, 166–167
    • requests for, 86, 125
    • soft-pedaling or withholding, 176
  • First Gulf War, 8
  • First wave Millennials, 7, 8
  • Flexible location, 40
  • Flexible schedules, 40, 200
  • Flextime, 197
  • Freedom at work, 82–84, 138–139
  • Friends:
    • and peer group jobs, 39
    • referrals by, 30–33
  • Friendships, at work, 80–81
  • Front-line delivery, of customer service, 126–127
  • Fun, at work, 17–18
  • G
  • Gatekeepers, winning over, 111–112
  • GE Audit Program, 190
  • General aptitude tests, 44–45
  • Generational change, 7–13
  • Generation X (Generation Xers), 8, 11
  • Generation Z (Generation Zers), 7, 9, 11–13
    • customer mentality of, 118
    • hand-held computers of, 137–138
    • idealism of, 146–147
    • overparenting of, 74–75
  • Getting things done, lending them power for, 173–175
  • Getting to know them, 77–78
  • Globalization, 8–10
  • Goals:
  • Good judgment, 150–151
  • Google, 190
  • Great institutions, 9
  • Ground rules, setting, 161–165
  • Grunt work, doing, 16
  • H
  • Helicopter parenting, 74
  • High potentials, 202–204, 206
  • Hire profiling, 29–30
  • Hiring, see Recruitment
  • Hit-and-run criticism, 176
  • I
  • Idealism, 146–148
  • Incomplete work, turning in, 145
  • Infinite diversity, 12
  • Information, access to, 13, 65
  • Information technology, 64–67
  • Initiative, taking, 155, 161, 181
  • Interdependencies, with other teams and departments, 105–106
  • Internet, 10
  • Internship programs, 49, 50
  • Interviews, behavioral, 46–48
  • J
  • Job, overselling the, 41
  • Job commitment, 37–42
  • Job descriptions, 49–50
  • Job previews, 48–51
  • Job-related tests, 45
  • Job security, 8
  • Job shadowing, 50–51
  • Judgment, good, 150–151
  • K
  • “Killer message,” delivering a, 34
  • Knowledge workers, 22, 67–70
  • L
  • Labor shortage, 21, 27, 43
  • Late, being, 138–139, 162
  • Leaders:
    • building the next generation of, 23, 211–216
    • natural, 213–214
  • Leadership, 22. See also Engaged leadership
  • Learning, 20
    • desire for, 64–67
    • opportunities for, 49, 125–126, 129, 198
    • from past experiences, 153–155
  • Learning journals, 69–70
  • Learning plans, 69–70
  • Left alone, being, 18
  • Letters, from team members, 53
  • Listening:
    • in behavioral interviews, 47
    • to customers, 123
    • at meetings, 107
    • in one-on-one meetings, 79, 84
  • Location, flexible, 40
  • Long-term employees, 20
  • Long-term employment, short- vs., 37–38
  • Long-term goals, 134–135
  • Low performers, pushing out the, 191–193
  • Loyalty, 16
  • M
  • McKinsey & Company, 190
  • Management, self-, see Self-management
  • Managers, 18, 19, 21
    • spending time with, 78–79
    • supportive, 101
    • teaching-style, 204
  • Manager tracks, 212
  • Manners, 149
  • Marketable skills, 41
  • “Meaningful role problem,” 62
  • Meaningful work, 61–63
  • Meetings:
    • group, 106–108
    • one-on-one, 165–170
  • Mentoring, 204–205
  • Millennials, 7–9
  • Money, perceived importance of, 19
  • Monitoring performance, 178–181
  • More experienced colleagues, conflicts with, 104–105
  • Multiple boss problem, 102–103
  • Myths about young people, 16–21
  • N
  • Natural leaders, 213–214
  • Needle-in-a-haystack jobs, 39–40
  • Networking, 109–111
  • New experiences, exposure to, 151
  • “No-jerks” policy, 148–150
  • Notes:
    • from one-on-one meetings, 166
    • taking, 143–144
  • O
  • Older colleagues, conflicts with, 104–105
  • On-boarding, 22, 57–70
    • and creating knowledge workers, 67–70
    • on day one, 59–60
    • and the latest information technology, 64–67
    • and training one task at a time, 61–64
  • One-on-one check-in conversations, 84, 88
  • One-on-one meetings, 165–170
    • customized, 169–170
    • focused routine for, 168–169
    • listening in, 79, 84
    • regular time and place for, 165–168
  • One-on-one time, with employees, 79
  • One-time accommodations, granting, 196
  • Open-ended questions, 123–124
  • Organizational charts, 14
  • Organizational supporters, 206–207
  • Orientation programs, 60
  • Other teams and departments, interdependencies with, 105–106
  • Outside vendors, 105–106
  • Overcommitment syndrome, 140
  • Overselling the job, 41
  • P
  • Parents:
    • getting referrals from, 33
    • involvement of, 73–75
  • Part-time work, 197
  • Passion jobs, 39
  • Past experiences, learning from, 153–155
  • Peers, managing, 213
  • Peer advisers, 104–105
  • Peer group jobs, 39
  • Performance:
    • and continuous improvement, 175–176
    • helping keep track of, 85–89
  • Performance-based compensation, 40
  • Performance tracking, 178–181
  • Personal calls, making, 126, 137, 162, 165, 166, 191–193
  • Personality tests, 44–45
  • Personal problems, 163–164
  • Phone calls, personal, 126, 137, 162, 165, 166, 191–193
  • Piecework, 90
  • Plans, making, 141–142
  • Point systems, 86–88
  • Positive tolerance, 11
  • Power, giving them, 170–175
  • Preparation:
    • for contacting big-shot decision makers, 111
    • for meetings, 107
    • for the unexpected, 175
  • Presentations, 106–108
  • Prestige factor, 190
  • Priorities, setting, 135–136
  • Probationary hiring period, 50
  • Problem-solving:
    • with customers, 125
    • solution-focused approach to, 177–178
  • Productivity, self-evaluation of, 155
  • Progress, keeping track of, 85–89
  • Project plans, 88–89
  • Proposal technique, 182–184
  • Q
  • Quality, self-evaluation for, 155
  • Questions, open-ended, 123–124
  • R
  • Reasons for staying, creating, 195–197
  • Recruitment, 22, 27–53
    • behavioral job interviews, 46–48
    • and closing the deal, 51–53
    • and delivering a “killer” message, 34
    • and job commitment, 37–42
    • and realistic job previews, 48–51
    • selectivity in, 42–44
    • and talent sourcing, 26–34
    • testing as component of, 44–46
    • and your “employer story,” 34–35
    • and your value proposition, 35–37
  • Relationships:
    • with decision makers, 108–109
    • transactional, 14–16, 80, 120, 195
    • workplace, 101–102
  • Remote work opportunities, 201
  • Requests, from employees, 181–184
  • Research, 9
  • Responsibility, 6, 41
  • Results, receiving credit for, 41
  • Résumés, 46
  • Retention, 23, 187–207
    • and career advising, 205–206
    • and controlling turnover, 187–190
    • and creating reasons for staying, 195–197
    • and helping employees improve, 193–194
    • Holy Grail of, 211
    • and mentoring, 204–205
    • and organizational supporters, 206–207
    • and pushing out the low performers, 191–193
    • of top performers, 197–204
  • Rewards, negotiating special, 89–93
  • Ringleaders, 101
  • Risks:
    • of employee referrals, 32–33
    • taking, 83
  • Rules, workplace, 22
  • S
  • Sabbaticals, unpaid, 197
  • Safe harbor jobs, 38
  • Safeway, 149
  • Saying less, 123
  • “Scaring them away,” 44
  • Schedules:
    • flexible, 40, 200
    • keeping to, 138–141
    • structured, 83
  • “The Schwarzkopf Generation,” 8
  • Scripts:
    • for interacting with customers, 124
    • for meetings, 107–108
  • Second wave Millennials, 7, 8
  • Self-building jobs, 40–41
  • Self-esteem movement, 85
  • Self-evaluation, 155–156
  • Self-management, 23, 133–156
    • and being strategic, 152
    • and critical thinking, 150–151
    • and exposure to new experiences, 151
    • and good workplace citizenship, 146–150
    • and keeping to schedules, 138–141
    • and learning from past experiences, 153–155
    • and planning, 141–142
    • and self-evaluation, 155–156
    • and setting priorities, 135–136
    • and taking notes, 143–144
    • and time management, 134–138
    • and using checklists, 143–146
  • Self-monitoring tools, 88–89
  • Self-sufficiency, 6
  • “Selling candidates all the way in the door,” 42–43
  • Senior executives, exposing young employees to, 109–110
  • Shared work product libraries, 66
  • Short-term bonuses, 93
  • Short-term employment, long- vs., 37–38
  • “The Silent Generation,” 8
  • Sink-or-swim approach, 75
  • Skills:
    • customer-service, 127
    • describing, in behavioral interviews, 46
    • marketable, 41
    • soft skills gap, 133–134
  • Sleep, 140–141
  • Small one-time accommodations, granting, 196
  • Snowplow parenting, 74
  • Social networking, 31, 66
  • Social ringleaders, 101
  • Soft skills gap, 133–134
  • Solutions, focusing on, 177–178
  • Special rewards, negotiating, 89–93
  • Special treatment, avoiding, 105
  • Spending time:
    • with customers, 121–122
    • with employees, 78–80
  • Staying, creating reasons for, 195–197
  • Strategic, being, 152
  • “Strip-mining,” 39
  • Structure, providing, 82–84
  • Success, showing that you care about their, 76–82
  • T
  • “Tag alongs,” 50–51
  • Talent, strategies for bring out, 22–23
  • Talent sourcing:
    • diversifying your, 26–34
    • with friend referrals, 30–33
    • with parents/teachers/counselors, 33–34
    • selectivity in, 42–44
  • Talking to customers, 123–124
  • Tardiness, 138–139, 162
  • Teachers, getting referrals from, 34
  • Teaching-style managers, 204
  • Technical tracks, 212
  • Technology, 8–10
  • Telecommuting, 197
  • Testing, of job candidates, 44–46
  • Testing movement, 85
  • Text messages, 144
  • Thinking ahead, 152
  • Time management, 134–136
  • Time wasters, eliminating, 136–138
  • Top job, aiming for the, 17
  • Top performers, 197–204
    • doing whatever it takes to retain, 197–198
    • giving extra time and attention to, 202–204
    • going the extra mile to keep, 199–202
  • Total diversity, 12
  • Tracking performance, 178–181
  • Traditional values, 146–148
  • Training one task at a time, 61–64
  • Training opportunities, 201
  • Transactional mindset, 89–90
  • Transactional relationships, 14–16, 80, 120, 195
  • Turnover, controlling, 187–190
  • U
  • Unexpected, preparing for the, 175
  • Unhappy customers, 128
  • Unpaid sabbaticals, 197
  • Upward spiral, creating an, 194
  • U.S. Marine Corps, 44, 59, 182, 190
  • V
  • Value:
    • adding, when interacting with others, 121
    • demonstrating your, 112
  • Value proposition, defining your, 35–37
  • Values, traditional, 146–148
  • Vendors, outside, 105–106
  • W
  • Way station jobs, 38–39
  • Wiki technology, 66
  • “Winging it,” 124
  • Work ethic, 23, 159–184
    • and continuous improvement, 175–176
    • and empowerment, 170–175
    • and focus on solutions, 177–178
    • and regular one-on-one meetings, 165–170
    • and setting ground rules, 161–165
    • teaching, 181–184
    • and tracking performance, 178–181
  • Workplace citizenship, 146–150
  • Workplace relationships, 101–102
  • Wrong person, hiring the, 43
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
13.58.3.72